Former Boss Quotes

Bjarne Møller, my former boss, says people like me always choose the line of most resistance. It's in what he calls our 'accursed nature'. That's why we always end up on our own. I don't know. I like being alone. Perhaps I have grown to like my self-image of being a loner, too....I think you have to find something about yourself that you like in order to survive. Some people say being alone is unsociable and selfish. But you're independent and you don't drag others down with you, if that's the way you're heading. Many people are afraid of being alone. But it made me feel strong, free and invulnerable.

If you don't know how to execute, every strategy will fail, even the most promising ones. As one of my former bosses observed: “No strategy is better than its execution.

You've been my teachers, clergy, my fellow students, coworkers, bosses, principals, sometimes you were a former friend or even family I once trusted. You've taken things I told you in utter confidence, & twisted them into lies to be used against me. Without cause, you have told lies against me. You have refused to see me as a human being. You have kicked me when I was up & you have kicked me when I was down. But today, you will kick me no more, I will no longer be your verbal or physical punching bag, Today, I discovered the secret that will never allow you or friends, who will one day turn on you too, to hurt me again. Today as I lay broken & bleeding in that dark place I crawl into when I think I can't take it anymore, I found something extraordinary. My humanity. As my soul screamed in bleeding agony & I wanted to die rather than live one more day in a world where you exist, I realized that my tears & ability to feel pain without lashing out to return that hurt to someone else makes me human.

White hair. She remembers one of her bosses, a middle-aged man who used to say how he longed to see a former lover again in old age, when her hair would be feather-white. When we’re really old... when every single strand of our hair has gone white, I want to see her then, absolutely. If there was a time when he would want to see her again, it would certainly be then. When both young and flesh would have fallen away. When there would be no time left for desire. When only one thing would remain to be done once that meeting was over: to separate. To part from their own bodies, and thus to part forever.

Don't let your employees do to you what you did to your former boss

Silicon Valley’s other tech executives seemed only too happy to perpetuate this ignorance. (“If you have something that you don’t want anyone to know about, maybe you shouldn’t be doing it in the first place,” Sandberg’s former boss Eric Schmidt would famously quip in a 2009 interview on CNBC, echoing the law enforcement refrain to emphasize user responsibility.

Taking spooky free will off the table means we can also put to rest a persistent but misguided concern about whether or not determinism is true. In physics and in philosophy, determinism is the proposal that all events in the universe are completely determined by previously existing physical causes. The alternative to determinism is that chance is built into the universe from the ground up, whether through fluctuations in a quantum soup or through some other as yet unknown principles of physics. Whether determinism matters for free will has been the topic of endless debate. My former boss Gerald Edelman summed it up well with a provocative one-liner: Free will – whatever you think about it, we’re determined to have it.

But such people (Moderate Conservatives) aren't liberal. What they are is corporate. Their habits and opinions owe far more to the standards of courtesy and taste that prevail within the white-collar world than they do to Franklin Roosevelt and the United Mine Workers. We live in a time, after all, when hard-nosed bosses compose awestruck disquisitions on the nature of 'change,' punk rockers dispense leadership secrets, shallow profundities about authenticity sell luxury cars, tech billionaires build rock'n'roll musuems, management theorists ponder the nature of coolness, and a former lyricist fro the Grateful Dead hail the dawn of New Economy capitalism from the heights of Davos. Coversvatives may not understand why, but business culture had melded with counterculture for reasons having a great deal to do with business culture's usual priority - profit.

As Max DePree, former CEO of furniture maker Herman Miller, put it, “The first job of a leader is to define reality.

Rudy Giuliani, William Barr, Jared Kushner, and Mike Pompeo are Trump’s new wannabe fixers, sycophants willing to distort the truth and break the law in the service of the Boss.

Anyhow, I had found something out about an unknown privation, and I realized how a general love or craving, before it is explicit or before it sees its object, manifests itself as boredom or some other kind of suffering. And what did I think of myself in relation to the great occasions, the more sizable being of these books? Why, I saw them, first of all. So suppose I wasn't created to read a great declaration, or to boss a palatinate, or send off a message to Avignon, and so on, I could see, so there nevertheless was a share for me in all that had happened. How much of a share? Why, I knew there were things that would never, because they could never, come of my reading. But this knowledge was not so different from the remote but ever-present death that sits in the corner of the loving bedroom; though it doesn't budge from the corner, you wouldn't stop your loving. Then neither would I stop my reading. I sat and read. I had no eye, ear, or interest for anything else--that is, for usual, second-order, oatmeal, mere-phenomenal, snarled-shoelace-carfare-laundry-ticket plainness, unspecified dismalness, unknown captivities; the life of despair-harness or the life of organization-habits which is meant to supplant accidents with calm abiding. Well, now, who can really expect the daily facts to go, toil or prisons to go, oatmeal and laundry tickets and the rest, and insist that all moments be raised to the greatest importance, demand that everyone breathe the pointy, star-furnished air at its highest difficulty, abolish all brick, vaultlike rooms, all dreariness, and live like prophets or gods? Why, everybody knows this triumphant life can only be periodic. So there's a schism about it, some saying only this triumphant life is real and others that only the daily facts are. For me there was no debate, and I made speed into the former.

My former boss Dan Burke once handed me a note that said: “Avoid getting into the business of manufacturing trombone oil. You may become the greatest trombone-oil manufacturer in the world, but in the end, the world only consumes a few quarts of trombone oil a year!” He was telling me not to invest in small projects that would sap my and the company’s resources and not give much back.

It is necessary for the oppressors to approach the people in order, via subjugation, to keep them passive. This approximation, however, does not involve being with the people, or require true communication. It is accomplished by the oppressors' depositing myths indispensable to the preservation of the status quo: for example, the myth that the oppressive order is a "free society"; the myth that all persons are free to work where they wish, that if they don't like their boss they can leave him and look for another job; the myth that this order respects human rights and is therefore worthy of esteem; the myth that anyone who is industrious can become an entrepreneur--worse yet, the myth that the street vendor is as much an entrepreneur as the owner of a large factory; the myth of the universal right of education, when of all the Brazilian children who enter primary schools only a tiny fraction ever reach the university; the myth of the equality of all individuals, when the question: "Do you know who you're talking to?" is still current among us; the myth of the heroism of the oppressor classes as defenders of "Western Christian civilization" against "materialist barbarism"; the myth of the charity and generosity of the elites, when what they really do as a class is to foster selective "good deeds" (subsequently elaborated into the myth of "disinterested aid," which on the international level was severely criticized by Pope John XXIII); the myth that the dominant elites, "recognizing their duties," promote the advancement of the people, so that the people, in a gesture of gratitude, should accept the words of the elites and be conformed to them; the myth of private property as fundamental to personal human development (so long as oppressors are the only true human beings); the myth of the industriousness of the oppressors and the laziness and dishonesty of the oppressed as well as the myth of the natural inferiority of the latter and the superiority of the former.

Company, Jeffrey Katzenberg not only won $280 million in compensation; he cofounded Dream-Works SKG, a Disney competitor that went on to release the highly successful movie Shrek. Not only did the movie make fun of Disney’s fairy tales, but its villain is also apparently a parody of the head of Disney at the time (and Katzenberg’s former boss), Michael Eisner. Now that you know Shrek’s background, I recommend you revisit the movie to see just how

To plant your idea in someone’s head. To plant someone’s money in your own pocket. He who succeeds in the former, we call teacher. He who succeeds with the latter, we call boss. The one who succeeds in both, we call wife. The one who fails in both, we call husband.

Ben was reminded of his boss, one of the senior architects at the firm, who liked to say that buildings had “multiple lives,” perhaps as a way to cushion the news whenever a beloved building lost the bid for preservation and was slated to be redone. It was his boss’s theory of architectural reincarnation that inspired Ben’s own habit of including some homage to the former building—perhaps a pattern in the stone or a shape of a window—within his designs for any replacement. He liked the notion that even buildings could have memories, and could, in turn, be remembered.

I have had a two-hour meeting with Putin,” Trump told Tillerson. “That’s all I need to know. . . . I’ve sized it all up. I’ve got it.” Tillerson’s moral code and experience climbing the corporate ladder taught him to respect America’s commander in chief. In this moment, he had to deploy every diplomatic skill he had acquired to tell his boss to be careful, reminding him that Putin had a history of taking advantage if he saw an opening. Putin was a master manipulator, a former KGB agent trained to find the soft spots of his foes and to exploit them. But Trump waved him off. “I know more about this than you do,” Trump said.

One of the worst was cleaning up the mess in the aftermath of a clusterfuck known as the Trump Network. This brilliant idea started soon after I began to work for Trump, and essentially involved a couple of operators who sold vitamins and supposed health pills and supplements who approached the Boss about a multi-level marketing scheme.

When you’re carefully paying attention to what your teacher or boss is saying, that’s your frontal lobe at work. Doing math? Frontal lobe. Crossword puzzle? Frontal lobe. Trying to figure out how to handle a former friend who has lately been talking behind your back? The integration of all those feelings, memories, and possible responses requires the quarterbacking of the frontal lobe.

One of the greatest accusations against us by the cult was that we were “broad brushing” all the IFB churches, but with an estimated eight to ten thousand survivors speaking out on the Internet, telling the same stories from their experiences within IFB churches from all over the country, we finally put that accusation to rest. Dozens of public and private Facebook groups and blogs are now highlighting their abuses. That was precisely what the mob bosses feared: We could prove the entire cult was rife with sexual abuse cover-ups and we had a mountain of evidence to back up our assertions. To my knowledge there is no religious cult anywhere with more people speaking out through social media about their physical, emotional, sexual, and spiritual abuse than the former members of the IFB.

Around this time, a young man named Samuel Slater slipped through the tight protective net thrown by British authorities around their textile business. As a former apprentice to Sir Richard Arkwright, Slater had sworn that he would never reveal his boss’s trade secrets. Flouting this pledge, he sailed to New York and made contact with Moses Brown, a Rhode Island Quaker. Under Slater’s supervision, Brown financed a spinning mill in Rhode Island that replicated Arkwright’s mill. Hamilton received detailed reports of this triumph, and pretty soon milldams proliferated on New England’s rivers. With patriotic pride, Brown predicted to Hamilton that “mills and machines may be erected in different places, in one year, to make all the cotton yarn that may be wanted in the United States.” 29 Hamilton

The women who fought those fights were not the ones who got the rewards. People like me, who came right behind them, got the good jobs and promotions. I know many of the heroines of those battles and they aren’t bitter. They’re still very ticked off at their former employers, but they’re very happy and proud of the women who came after and got the opportunities that rightfully should have been theirs. To me that’s the definition of a great heart.

Over my entire career in editing, I don't think I've encountered more than half a dozen difficult authors. By "difficult," I mean a writer who simply does not want changes made to his manuscript and is not even prepared to discuss them. We know the stereotypes: The hotshot journalist jealous of every comma. The poet who claims that his misspellings and eccentric punctuation are inspired. Assistant professors writing a first book for tenure are notorious for their inflexibility, and understandably so: their futures are at stake. They take editing personally; red marks on their manuscripts are like little stab wounds. And then there are vain authors who quarrel when we lowercase their job titles, who want their photos plastered all over the piece or their names in larger type. And don't get me started on writers who don't know what they're talking about, writers who are your boss, writers who are former high school English teachers.

When we were recording the Ozzmosis album we did a batch of it in New York. There was this occult bookstore...and they had everything in there on Wicca, Catholicism, Satanism, the whole nine yards. I was getting some Aleister Crowley stuff because Jimmy Page owned the castle (Crowley's former home) and the other guys were into him. ...I go to get his poster they had in there, I go "How much for this poster?" and the guy looks at me deadpan and goes "$6.66." I put seven bucks down and say "Keep the goddamn change. I can't take it, dude." So I hang the poster up and the boss man (Ozzy) walks in and he goes "Zakk, who's the guy upon the wall?" . I'm crying laughing and he goes "Zakk, who the fuck is he?!" I said "Ozz, you don't know who that is?" He goes "I don't fucking know, who is it?!" I said "Ozz! It's Aleister Crowley, bro!" He goes "Oh is that what that bald-headed cunt looks like?

Tate was sprawled across the bed in his robe early the next morning when the sound of the front door opening penetrated his mind. There was an unholy commotion out there and his head was still throbbing, despite a bath, several cups of coffee and a handful of aspirin that had been forced on him the day before by two men he’d thought were his friends. He didn’t want to sober up. He only wanted to forget that Cecily didn’t want him anymore. He dragged himself off the bed and went into the living room, just in time to hear the door close. Cecily and her suitcase were standing with mutual rigidity just inside the front door. She was wearing a dress and boots and a coat and hat, red-faced and muttering words Tate had never heard her use before. He scowled. “How did you get here?” he asked. “Your boss brought me!” she raged. “He and that turncoat Colby Lane and two bodyguards, one of whom was the female counterpart of Ivan the Terrible! They forcibly dressed me and packed me and flew me up here on Mr. Hutton’s Learjet! When I refused to get out of the car, the male bodyguard swept me up and carried me here! I am going to kill people as soon as I get my breath and my wits back, and I am starting with you!” He leaned against the wall, still bleary-eyed and only half awake. She was beautiful with her body gently swollen and her lips pouting and her green eye sin their big-lensed frames glittering at him. She registered after a minute that he wasn’t himself. “What’s the matter with you?” she asked abruptly. He didn’t answer. He put a hand to his head. “You’re drunk!” she exclaimed in shock. “I have been,” he replied in a subdued tone. “For about a week, I think. Pierce and Colby got my landlord to let them in yesterday.” She smiled dimly. “I’d made some threats about what I’d do if he ever let anybody else into my apartment, after he let Audrey in the last time. I guess he believed them, because Colby had to flash his company ID to get in.” He chuckled weakly. “Nothing intimidates the masses like a CIA badge, even if it isn’t current.” “You’ve been drunk?” She moved a little closer into the apartment. “But, Tate, you don’t…you don’t drink,” she said. “I do now. The mother of my child won’t marry me,” he said simply. “I said you could have access…” His black eyes slid over her body like caressing hands. He’d missed her unbearably. Just the sight of her was calming now. “So you did.” Why did the feel guilty, for God’s sake, she wondered. She tried to recapture her former outrage. “I’ve been kidnapped!” “Apparently. Don’t look at me. Until today, I was too stoned to lift my head.” He looked around. “I guess they threw out the beer cans and the pizza boxes,” he murmured. “Pity. I think there was a slice of pizza left.” He sighed. “I’m hungry. I haven’t eaten since yesterday.” “Yesterday!

On April 30, 1921, President Warren G. Harding appointed Reily, a former assistant postmaster in Kansas City, governor of Puerto Rico as a political payoff. Reily took his oath of office in Kansas City, then attended to “personal business” for another two and a half months before finally showing up for work on July 30.24 By that time, he had already announced to the island press that (1) he was “the boss now,” (2) the island must become a US state, (3) any Puerto Rican who opposed statehood was a professional agitator, (4) there were thousands of abandoned children in Puerto Rico, and (5) the governorship of Puerto Rico was “the best appointment that President Harding could award” because its salary and “perquisites” would total $54,000 a year.25 Just a few hours after disembarking, the assistant postmaster marched into San Juan’s Municipal Theater and uncorked one of the most reviled inaugural speeches in Puerto Rican history. He announced that there was “no room on this island for any flag other than the Stars and Stripes. So long as Old Glory waves over the United States, it will continue to wave over Puerto Rico.” He then pledged to fire anyone who lacked “Americanism.” He promised to make “English, the language of Washington, Lincoln and Harding, the primary one in Puerto Rican schools

1. Linus Malthus "Winning is just the snow that came down yesterday"   Founder of total football. Tactical revolutionary who created the foundation of modern football  저희는 7가지 철칙을 바탕으로 거래를 합니다. 고객들과 지키지못할약속은 하지않습니다 1.정품보장 2.총알배송 3.투명한 가격 4.편한 상담 5.끝내주는 서비스 6.고객님 정보 보호 7.깔끔한 거래 [경영항목] 엑스터시,신의눈물,lsd,아이스,캔디,대마초,떨,마리화나,프로포폴,에토미데이트,해피벌륜등많은제품판매하고있습니다 믿고 주문해주세요~저희는 제품판매를 고객님들과 신용과신뢰의 거래로 하고있습니다. 제품효과 못보실 그럴일은 없지만 만의하나 효과못보시면 저희가 1차재발송과 2차 환불까지 약속합니다 텔레【KC98K】카톡【ACD5】라인【SPR331】 The only winner in the international major tournament, Holland, the best soccer line of football 2. Sir Alex Ferguson Mr.Man Utd   The Red Boss The best director in soccer history (most of the past soccer coach rankings are the top picks) It is the most obvious that shows how important the director is in football.   Manchester United's 27-year-old championship, the spiritual stake of all United players and fans, Manchester United itself 3. Theme Mourinho "I do not pretend to be arrogant, because I'm all true, I am a European champion, I am not one of the cunning bosses around, I think I am Special One." The Special One The cost of counterattack after a player Charming world with charisma and poetry The director who has the most violent career of soccer directors 4. Pep Guardiola A man who achieved the world's first and only six treasures beyond treble. Make a team with a page of football history 5. Ottmar Hitzfeld Borussia Dortmund and Bayern are the best directors in Munich history. Legendary former football manager of Germany Sir Alex Ferguson's rival

I was lucky to receive it. Most rogue interns never get a second chance. And here it’s worth mentioning that I benefited from what was known in 2009 as being fortunate, and is now more commonly called privilege. It’s not like I flashed an Ivy League gang sign and was handed a career. If I had stood on a street corner yelling, “I’m white and male, and the world owes me something!” it’s unlikely doors would have opened. What I did receive, however, was a string of conveniences, do-overs, and encouragements. My parents could help me pay rent for a few months out of school. I went to a university lousy with successful D.C. alumni. No less significantly, I avoided the barriers that would have loomed had I belonged to a different gender or race. Put another way, I had access to a network whether I was bullshit or not. A friend’s older brother worked as a speechwriter for John Kerry. When my Crisis Hut term expired, he helped me find an internship at West Wing Writers, a firm founded by former speechwriters for Bill Clinton and Al Gore. In the summer of 2009, my new bosses upgraded me to full-time employee. Without meaning to, I had stumbled upon the chance to learn a skill. The firm’s partners were four of the best writers in Washington, and each taught me something different. Vinca LaFleur helped me understand the benefits of subtle but well-timed alliteration. Paul Orzulak showed me how to coax speakers into revealing the main idea they hope to express. From Jeff Shesol, I learned that while speechwriting is as much art as craft, and no two sets of remarks are alike, there’s a reason most speechwriters punctuate long, flowy sentences with short, punchy ones. It works.

Navy Seals Stress Relief Tactics (As printed in O Online Magazine, Sept. 8, 2014) Prep for Battle: Instead of wasting energy by catastrophizing about stressful situations, SEALs spend hours in mental dress rehearsals before springing into action, says Lu Lastra, director of mentorship for Naval Special Warfare and a former SEAL command master chief.  He calls it mental loading and says you can practice it, too.  When your boss calls you into her office, take a few minutes first to run through a handful of likely scenarios and envision yourself navigating each one in the best possible way.  The extra prep can ease anxiety and give you the confidence to react calmly to whatever situation arises. Talk Yourself Up: Positive self-talk is quite possibly the most important skill these warriors learn during their 15-month training, says Lastra.  The most successful SEALs may not have the biggest biceps or the fastest mile, but they know how to turn their negative thoughts around.  Lastra recommends coming up with your own mantra to remind yourself that you’ve got the grit and talent to persevere during tough times. Embrace the Suck: “When the weather is foul and nothing is going right, that’s when I think, now we’re getting someplace!” says Lastra, who encourages recruits to power through the times when they’re freezing, exhausted or discouraged.  Why?  Lastra says, “The, suckiest moments are when most people give up; the resilient ones spot a golden opportunity to surpass their competitors.  It’s one thing to be an excellent athlete when the conditions are perfect,” he says.  “But when the circumstances aren’t so favorable, those who have stronger wills are more likely to rise to victory.” Take a Deep Breath: “Meditation and deep breathing help slow the cognitive process and open us up to our more intuitive thoughts,” says retired SEAL commander Mark Divine, who developed SEALFit, a demanding training program for civilians that incorporates yoga, mindfulness and breathing techniques.  He says some of his fellow SEALs became so tuned-in, they were able to sense the presence of nearby roadside bombs.  Who doesn’t want that kind of Jedi mind power?  A good place to start: Practice what the SEALs call 4 x 4 x 4 breathing.  Inhale deeply for four counts, then exhale for four counts and repeat the cycle for four minutes several times a day.  You’re guaranteed to feel calmer on any battleground. Learn to value yourself, which means to fight for your happiness. ---Ayn Rand

his former boss at CIA, Simpson had still been sitting in death, only with him instead of a car seat it was a ladder-back chair in the kitchen that was now all mottled with the dead man’s blood. The shot had come from the unfinished chunk of construction across the street. The hour of execution—for

When an organization starts hemorrhaging talent, CEOs and boards of directors want to know why. If the boss gets blamed for the brain drain and is ultimately removed, it means relief for the employees still there and ex post facto vengeance for the former ones.

Wilson mapped conflicts between what he called amateurs (today we might call them activists) and political professionals (today’s “political class”) over control of local political organizations. The two groups despised each other, despite being nominally on the same side (all Democrats). “A keen antipathy inevitably develops between the new and the conventional politicians. The former accuse the latter of being at best ‘hacks’ and ‘organization men’ and at worst ‘bosses’ and ‘machine leaders.’ The latter retort by describing the former as ‘dilettantes,’ ‘crackpots,’ ‘outsiders,’ and ‘hypocritical do-gooders.

Former and future nerdistocracy slowly, and to look at them you’d think reluctantly, filtering back out into the street, into the long September which has been with them in a virtual way since spring before last, continuing only to deepen. Putting their street faces back on for it. Faces already under silent assault, as if by something ahead, some Y2K of the workweek that no one is quite imagining, the crowds drifting slowly out into the little legendary streets, the highs beginning to dissipate, out into the casting-off of veils before the luminosities of dawn, a sea of T-shirts nobody’s reading, a clamor of messages nobody’s getting, as if it’s the true text history of nights in the Alley, outcries to be attended to and not be lost, the 3:00 am kozmo deliveries to code sessions and all-night shredding parties, the bedfellows who came and went, the bands in the clubs, the songs whose hooks still wait to ambush an idle hour, the day jobs with meetings about meetings and bosses without clue, the unreal strings of zeros, the business models changing one minute to the next, the start-up parties every night of the week and more on Thursdays than you could keep track of, which of these faces so claimed by the time, the epoch whose end they’ve been celebrating all night—which of them can see ahead, among the microclimates of binary, tracking earthwide everywhere through dark fiber and twisted pairs and nowadays wirelessly through spaces public and private, anywhere among cybersweatshop needles flashing and never still, in that unquiet vastly stitched and unstitched tapestry they have all at some time sat growing crippled in the service of—to the shape of the day imminent, a procedure waiting execution, about to be revealed, a search result with no instructions on how to look for it?

Jon Stone was more Joe’s friend than mine, though ‘friend’ probably wasn’t the right word. Jon was a private military contractor, which meant he was a mercenary. He was also a Princeton graduate and a former Delta Force operator. His primary client was the Department of Defense. Same boss, different pay grade. Pike

Former Lucky Stores CEO Don Ritchey said that difficult bosses really “test your beliefs, and you learn all the things you don’t want to do or stand for. I

Everyone you meet should go into a people file (organized by categories) that you keep on your computer or phone. Include a few details about the person. Selected names should be placed on your “big-mouth” e-mail list. It should consist of former bosses, former coworkers whom you want to stay in touch with, anyone who has mentored you, people you’ve met who seem interested in your career. People on your big-mouth list then get sent an e-mail notification when you have important career news—for instance, you’ve switched jobs, been promoted, or started your own business.

Hi there. You must be the boss of this operation. I’m Bonnie, formerly known as B785, or as the general liked to fondly call me, that irritating bloody bitch. But you can call me your newest pain in the ass.

We review the rest of the crew. Will has abandoned whatever qualms he had about judging his former peers. We have a productive discussion. I wrap up with this thought: “We have these mismatches between what the guys are getting paid and what they should be getting paid. I can’t afford to give the underpaid guys a raise right now, and I hate to just go out and cut someone’s pay. It’s cruel. People build their lives, and particularly their debts, around their income. If I just cut pay because I feel like it, it can cause real trouble. So your challenge is to find a way to make the overpaid guys worth the money we’re paying, and to make the shop profitable so that I can give the underpaid guys a bump. You seem to know how these guys work. Now it’s time to define a standard method of work for each thing we do. You’re going to be spending more time teaching and less time doing your own work. That’s OK. Just do it, and let’s see what happens.” He leaves with a thoughtful expression on his face. I’m very happy about the way this has gone.

president Jimmy Hoffa and former Dallas boss gambler Benny Binion, would do something to jeopardize the possibility of legalized gambling in Arkansas.

age of computers and programming, and he couldn’t understand either. Sure, he could send emails, had even mastered Word and Excel, but apart from that, the complexities of the machine left him baffled. There was unemployment, but he had never taken the dole, or he could go overseas, try his luck on an oil rig. Even if that were possible, he didn’t want to go, but these were desperate times, and now, to add confusion, there was a solution. Betty Galton, his former sister-in-law, had in her possession a million pounds in gold. He opened his laptop and switched it on. How does one melt gold? How does one dispose of it? he thought. He entered the search terms, fingering one key at a time, and pressed enter. If a criminal act was committed during the planning stage, then he was guilty as charged. And for once, he did not care. He hummed a tune to himself. It had been some time since he had been contented. For that night, he would forget what would be required and envisage what his life could be like with money in his pocket. Maybe a small place in the country, a dog, possibly a woman. How long had it been since he had enjoyed the closeness of another’s skin? He picked up his phone and made a call. It was a special treat for himself and for once the budget was going to be blown. He knew she’d look after him, the way she looked after so many others. Chapter 11 Clare woke early the next day; her phone was ringing. She leant over and picked it up. ‘Yarwood, I’m at the hospital,’ Tremayne said. She could tell by his voice that something was amiss. ‘I’ll be there in fifteen.’ ‘Thanks, and don’t tell anyone.’ A quick shower, some food for her cat, and Clare was out of her cottage. A murder enquiry was serious; her boss being ill, more so. Parking at the hospital, she soon found her way to outpatients, meeting someone she knew. ‘It’s Tremayne, he’s not well,’ Clare said. ‘And please, not a word to anyone.’ The woman, a friend, understood. Inside, behind some screens, Tremayne was lying flat on his back. His shoes had been removed, and his tie had been loosened. ‘How long have you been here?’ Clare said. She knew Tremayne would not appreciate lashings of sympathy, although he looked dreadful. ‘Since last night. I’d had a few drinks, a few cigarettes, and all of a sudden I’m in the back of an ambulance.’ ‘Does Jean know?’ ‘Not yet. Maybe you can phone her. She went to see her son for a few days, left me on my own.’ ‘Off the leash and into trouble, that’s you, guv.’ ‘Not today, Yarwood. Maybe Moulton’s right about me retiring.’ ‘Having you feeling sorry for yourself isn’t going to help, is it?’ The nurse, standing on the other side of the bed, looked over at Clare disapprovingly. ‘It’s how we work,’ Clare said. ‘That may be the case, but Mr Tremayne has had a bit of a scare. He needs to be here for a few days while we conduct a few checks.’ ‘What’s the problem?’ ‘It’s not for me to say. That’s for the doctor.’ ‘He told me to cut down on the beer, quit smoking, and take it easy.’ ‘Retire, is that it?’ Clare said. ‘They don’t get it, do they?’ Tremayne looked over at the nurse who was monitoring his condition. ‘Sorry. We’ve got a murder to deal with, nothing personal.’ ‘Don’t worry about me. We get our fair share of people, men mainly, who think they’re invincible. You’re not the first, not the last, who thinks they know more

Describe the best boss you ever had,” and “Describe the worst boss you ever had.” This is a powerful inquiry that can reveal important attitudes about managers and management. If the applicant speaks for just a moment about his best boss, but can wax on enthusiastically about the worst bosses, this is telling. Does he use expressions like “personality conflict” to explain why things did not work out with previous employers? Does he ridicule former bosses? Does he take any responsibility for his part?

This visit to Syracuse was for a trial, in which Teddy Roosevelt was the accused. Sued by the former head of the state Republican Party, Mr. William Barnes, for libel. The supposed offense that brought him here: while endorsing a nonpartisan candidate for governor more than a year earlier, Roosevelt had railed against two-party political boss rule, claiming Republican and Democratic political bosses had worked together to “secure the appointment to office of evil men whose activities so deeply taint and discredit our whole governmental system.” The result, he said, is a government “that is rotten throughout in almost all of its departments” and that this “invisible government...is responsible for the maladministration and corruption in the public offices” and the good citizens of the state would never “secure the economic, social and industrial reforms...until this invisible government of the party bosses working through the alliance between crooked business and crooked politics is rooted out of the government system.

It was other studios, however, that were most damaged by Feige’s success. Why, their corporate bosses wanted to know, couldn’t they be as successful as Marvel? Of course other studios had hits, but nobody was pumping out two surefire blockbusters per year (soon to be three) like Marvel, with nary a flop in the bunch. Even the movies that clearly weren’t as good as the rest, like the second Avengers film, seemed to get a pass from audiences and critics, engendering no small amount of bitterness throughout the rest of Hollywood. “Marvel could have made a movie about someone picking his nose and it would have been 98 on Rotten Tomatoes,” complained Arad, who as a producer of Sony’s Spider-Man films now competed with his former employer.

All this is merely internal Labour Party politics of course. And Labour Party politics in opposition at that. The real power of the state, as opposed to the skirmishing line of the establishment which is the Labour right, will be deployed later. We have not yet even seen the forces that were deployed to stop Scotland voting Yes in the referendum. There has been no public statement by the banks and the bosses of the supermarkets, no speech by the Governor of the Bank of England, no moment when the politically neutral Queen ‘lets her views be known’~all of which happened during the referendum campaign. Nor, since a Corbyn led Labour Party is still a long way from government, has there been the kind of moment where the governor of the Bank of England tells a Labour prime minister to dump his economic policy, as Lord Cromer instructed Harold Wilson in the 1960s, or where the IMF imposes austerity, as it did on an all too willing Denis Healy in the late 1976s. Anyone who wants an analysis of how this will all work can still do no better than read two books by Ralph Miliband, Parliamentary Socialism and The State in Capitalist Society. Or to read how the left wing rapture for former Nye Bevan supporter Harold Wilson turned to despair there is no better account than the one written by Paul Foot. For a contemporary example of the same disastrous process we need look no further than the defenestration of Tsipris’ Syriza in Greece. These are endgames, not the immediate prospect of the coming months. But they should warn us that we need to prepare alternatives now and not allow the excitement of current advance to blind us to the real dangers ahead. They should also serve to warn us that if we are to avoid these dangers it will be mass movements and political organisations outside the Labour Party which will play a decisive role.

A changing space. As we saw with Michael’s example in Chapter 1, car dealerships were going out of business, and he was able to rent his first temporary mattress space on the cheap. Not everyone would have thought of locating a mattress shop in a former car dealership, but Michael grabbed the opportunity.

Thirty-one days later, in the summer of 1981, he became a full-time writer, and the feeling of liberation as he left the agency for the last time was heady and exhilarating. He shed advertising like an unwanted skin, though he continued to take a sneaky pride in his bestknown slogan, “Naughty but nice” (created for the Fresh Cream Cake Client), and in his “bubble words” campaign for Aero chocolate (IRRESISTIBUBBLE, DELECTABUBBLE, ADORABUBBLE, the billboards cried, and bus sides read TRANSPORTABUBBLE, trade advertising said PROFITABUBBLE, and storefront decals proclaimed AVAILABUBBLE HERE). Later that year, when Midnight’s Children was awarded the Booker Prize, the first telegram he received—there were these communications called “telegrams” in those days—was from his formerly puzzled boss. “Congratulations,” it read. “One of us made it.

More than one-third of congressional staffers turn to a career in lobbying after leaving Capitol Hill. It’s clear the staffer-turned-lobbyist’s value to special interests depends on the robustness of his or her network on Capitol Hill. According to an August 2010 study, when a lobbyist’s former boss on Capitol Hill left office, the lobbyist’s salary declined by an average of 50 percent in the six months following the departure.27 Moving from Capitol Hill to K Street isn’t limited to staffers: In 2010, 37 percent of the newly out-of-office members of Congress went to work for lobbying firms or clients. After losing his run for Senate in 2006, Tennessee Democrat Harold Ford Jr. moved to New York to take a job with Merrill Lynch with a guaranteed annual compensation of $2 million. At the time he had no experience in finance. What he was paid for were his networks:

You have to come for dinner soon. Alana seems to have perfected this insane braised chicken with chorizo and chickpeas that is perfect for this weather," he says, bragging about his wife. Alana is a terrific chef, best known for her role assisting Patrick Conlon on Master Chef Battle, and her own new show, Abundance, both staples on my TiVo. I've known her since I catered a cocktail party for her former boss Maria De Costa, the talk show host, about fifteen years ago, and we have stayed in casual touch ever since. When she moved into the neighborhood, we got a little closer, but since Aimee got sick I haven't been as good about staying in touch. But considering that was around the time she met RJ, she's been too really busy to notice.

As two former empires, both with distinct identities and a strong sense of national pride, there is an island mentality in Iran that feels strangely familiar, a perverse pleasure to be found in going it alone, not being bossed around. Neither nation is particularly comfortable with the idea of mucking in with its neighbours – Britain with its scepticism towards Europe and inflated sense of importance in the world; Iran, an island of Shi-ite Muslims surrounded by Sunnis, geographically in the Middle East but definitely not Arabs – always, defiantly, neither East nor West. But there were gentler similarities too; an appreciation of the absurd and a sense of humour that celebrates the subversive and the silly, a love of the outdoors and an illustrious history of mountaineering and climbing, the national penchant for picnics and a profound appreciation of nature. Even the strange formalised politeness of ta’arof reminded me of our own British rituals of insistence and refusal when passing through a doorway or our habit of apologising when bumped into by a stranger. And, of course, our mutual inability to do anything without a cup of tea.

His brother Najib owned an auto-parts store at bustling Shikarpur Gate, the mouth of the narrow road linking their village to the city—an ancient byway that had once led southward through the passes all the way to India. At dusk it is clogged with a riot of vegetable sellers’ handcarts beset by shoppers, Toyota pickup trucks, horse-drawn taxis, and three-wheeled rickshaws clambering around and through the throng like gaudy dung beetles. Nurallah’s brother Najib had gone to Chaman, just across the border in Pakistan, where the streets are lined with cargo containers serving as shops, and used motor oil cements the dust to the ground in a glossy tarmac, and every variety of automotive organ or sinew is laid bare, spread out, and strung up for sale. He had made his purchases and set off back to Kandahar. “He paid his customs dues”—Nurallah emphasized the remarkable point—“because that’s the law. He paid at every checkpoint on the way back, fifty afghanis, a hundred afghanis.” A dollar or two every time an unkempt, underage police boy in green fatigues slouched out of a sandbagged lean-to into the middle of the road—eight times in the sixty-six miles when last I counted. “And then when he reached the entrance to town, the police there wanted five hundred afghanis. Five hundred!” A double arch marks the place where the road that swoops down from Kabul joins the road leading in from Pakistan. The police range from one side to the other, like spear fishermen hunting trout in a narrows. “He refused,” Nurallah continued. “He said he had paid his customs dues—he showed them the receipt. He said he had paid the bribes at every checkpoint all along the way, and he was not paying again.” I waited a beat. “So what happened?” “They reached into his window and smacked him.” “They hit him?” I was shocked. Najib might be a sunny guy, but Kandahar tempers are strung on tripwires. For a second I thought we’d have to go bail him out. “What did he do?” Nurallah’s eyes, beneath his widow’s peak, were banked and smoldering. “What could he do? He paid the money. But then he pulled over to the side of the road and called me. I told him to stay right there. And I called Police Chief Matiullah Qatih, to report the officer who was taking the bribes.” And Matiullah had scoffed at him: Did he die of it? The police buzzards had seen Najib make the call. They had descended on him, snatched the phone out of his hand, and smashed it. “You call that law?” Now Nurallah was ablaze. “They’re the police! They should be showing people what the law is; they should be enforcing the law. And they’re the ones breaking it.” Nurallah was once a police officer himself. He left the force the day his own boss, Kabul police chief Zabit Akrem, was assassinated in that blast in the mosque in 2005.1 Yet so stout was Nurallah’s pride in his former profession that he brought his dark green uniform into work and kept it there, hung neatly on a hook in his locker. “My sacred oath,” he vowed, concluding: “If I see someone planting an IED on a road, and then I see a police truck coming, I will turn away. I will not warn them.” I caught my breath. So maybe he didn’t mean it literally. Maybe Nurallah wouldn’t actually connive with the Taliban. Still, if a former police officer like him was even mouthing such thoughts, then others were acting on them. Afghan government corruption was manufacturing Taliban.

Some former Bush officials, however, believed that the Justice Department's failure to pursue the New Black Panther Party case resulted from top Obama administration officials' ideological belief that civil rights laws only apply to protect members of minority groups from discrimination by whites. Department spokeswoman Tracy Schmaler denied any such motives. She asserted that "the department makes enforcement decisions based on the merits, not the race, gender or ethnicity of any party involved". But an anonymous Justice Department official told the Washington Post that "the Voting Rights Act was passed because people like Bull Connor [a white police commissioner] were hitting people like John Lewis [a black civil rights activist], not the other way around". The Post concluded that the New Black Panther Party case "tapped into deep divisions within the Justice Department that persist today over whether the agency should focus on protecting historically oppressed minorities or enforce laws without regard to race". The Office of Professional Responsibility's report on the case found that several former and current DOJ attorneys told investigators under oath that some lawyers in the Civil Rights Division don't believe that the DOJ should bring cases involving white victims of racial discrimination. The report also found that Voting Section lawyers believed that their boss, appointed by President Obama, wanted them to bring only cases protecting members of American minority groups. She phrased this as having the section pursue only "traditional" civil rights enforcement cases. Her employees understood that by "traditional" she meant only cases involving minority victims.

The first big lesson that Corey learned about his new boss was that Donald Trump practically lived on his phone, a big black landline at the left-hand corner of his desk. In the early days, every time Corey walked into Trump’s office, he seemed to be on the phone with some titan of industry or celebrity. One day early on when he walked in, Trump was on the phone with former president Bill Clinton, having a lengthy conversation with him. Trump also used the phone to manage his organization. The lesson was that if you worked for Donald Trump, you better have your phone on, because he was going to call.

Geraldine Steel is back for her tenth case. Reunited in York with her former sergeant, Ian Peterson, she discovers that her tendency to bend the rules has consequences. The tables have turned, and now he’s the boss. When two people are murdered, their only connection lies buried in the past. As police search for the

As it turned out, Moss and the Patriots were hotter than the game-time temperature of 84 degrees. They ran the Jets off the field in a 38–14 rout highlighted by Moss’s 51-yard touchdown against triple coverage and 183 receiving yards on nine catches. “He was born to play football,” Brady said of his newest and most lethal weapon. The quarterback had it all now. He was getting serious with his relatively new girlfriend, Brazilian supermodel Gisele Bündchen (his ex-girlfriend, actress Bridget Moynahan, had just given birth to their son, Jack), and now he was being paired on the field with a perfect partner of a different kind. Brady wasn’t seeing the Oakland Randy Moss. He was seeing the Minnesota Moss, the vintage Moss, the 6´4˝ receiver who ran past defenders and jumped over them with ease. Brady had all day to throw to Moss and Welker, who caught the first of the quarterback’s three touchdown passes. He wasn’t sacked while posting a quarterback rating of 146.6, his best in nearly five years. Man, this was a great day for the winning coach all around. On the other sideline, Eric Mangini had made a big mistake by sticking with his quarterback, Chad Pennington, a former teammate of Moss’s at Marshall, when the outcome was no longer in doubt, subjecting his starter to some unnecessary hits as he played on an injured ankle. Pennington was annoyed enough to pull himself from the game with 6:51 left and New England leading by 17. “That was the first time I’ve ever done that,” Pennington said. Mangini played the fool on this Sunday, and Belichick surely got the biggest kick out of that. But the losing coach actually won a game within the game in the first half that the overwhelming majority of people inside Giants Stadium knew absolutely nothing about. It had started in the days before this opener, when Mangini informed his former boss that the Jets would not tolerate in their own stadium an illegal yet common Patriots practice: the videotaping of opposing coaches’ signals from the sideline. The message to Belichick was simple: Don’t do it in our house. It was something of an open secret that New England had been illegally taping opposing coaches during games for some time, and yet the first public mention of improper spying involving Belichick’s Patriots actually assigned them the collective role of victim. Following a 21–0 Miami victory in December 2006, a couple of Dolphins told the Palm Beach Post that the team had “bought” past game tapes that included audio of Brady making calls at the line, and that the information taken from those tapes had helped them shut out Brady and sack him four times. “I’ve never seen him so flustered,” said Miami linebacker Zach Thomas.

As one of my former bosses observed: “No strategy is better than its execution.

Turning my head away from his bourbon-heavy scent, I twisted his cummerbund around and undid the cheap buckle. His breath grew shorter as he cupped and massaged the generous D cups, his touch rudimentary but acceptable. “Tonight?” he gasped hopefully. I considered the request. It had been weeks since we’d last had sex, the quick event occurring after Matt had, from out of nowhere, put an offer on the Atherton house. Granted, it was a horrible home. Ugly and with a choppy floor plan that was badly out of style, but still. For my cheap husband, it was a huge and unexpected step in the right direction for our social standing and my happiness. “Yes.” I moved closer, as if in enjoyment of his touch. Matt had been a sexual disappointment early on, one that required me to take care of my own needs. Most recently, I had done so with the explosive but short-lived Ned Plymouth dalliance. I’d had high hopes for that pairing, and I frowned as I placed the cummerbund on the counter, thinking of the lost potential with my former boss. Matt grunted, his mouth now sucking at my nipples with loud and frantic wet smacks of his lips. I undid his pants and pulled down on the zipper. “Let’s go to the bed.” I injected some husk into my voice, as if I were eager, and not just to get it over with. On my back, with him above me, I thought of William Winthorpe. There was something dark and delicious about him, a temptation that had existed as soon as he’d introduced himself at my interview. William. There had been a tug in his tone, a tightening of the cord between us. It’s a pleasure to meet you. Gruff and sexual.

In a February 5, 2020 email, for example, he advised his putative former boss, President Obama’s Health and Human Services Secretary, Sylvia Burwell, on the futility of masking the healthy.2 On February 17, he invoked the same rationale in an interview with USA Today: A mask is much more appropriate for someone who is infected and you’re trying to prevent them from infecting other people than it is in protecting you against infection. If you look at the masks that you buy in a drug store, the leakage around that doesn’t really do much to protect you. Now, in the United States, there is absolutely no reason whatsoever to wear a mask.3 During a January 28 speech to HHS regulators, he explained the fruitlessness of masking asymptomatic people. The one thing historically people need to realize, that even if there is some asymptomatic transmission, in all the history of respiratory borne viruses of any type, asymptomatic transmission has never been the driver of outbreaks. The driver of outbreaks is always a symptomatic person. Even if there’s a rare asymptomatic person that might transmit, an epidemic is not driven by asymptomatic carriers.4

was a formative presence in global diplomacy.86 Cousin Alice pronounced calling and card-leaving “a Washington mania that no sane human beings should let themselves in for.”87 It was also work: it took patience and stamina and kindness; Alice did not want the authority of donkey work, nor did she have the impulse to be kind. Her object was to be feared—to be the alpha female whose invitations to her own select circle were coveted.88 Eleanor’s authority rested on being in earnest and in her instinct for knowing just when someone needed a bunch of violets or a small present for a voyage to France. She never shirked from the toil of the card case; she never claimed “delicacy,”89 or “a brief illness,” code among official ladies for marital strain, excessive menstruation, or depression.90 She made one exception to her all-in cooperation as a naval wife. To staff the gloomy house on N Street, she had brought from New York four servants, all white, who joined Auntie Bye’s two oldest retainers, both African-American. But Franklin’s boss, devoutly Christian, had also been North Carolina’s all too effective collaborator in resisting Reconstruction’s political empowerment of formerly enslaved African Americans.91 In 1898, as editor of the state’s most prominent newspaper, Daniels served as the propaganda wing of a conspiracy to overthrow the elected multiracial government

At this point she had a long list of the ways the CDC, with the help of their former employee and her current boss, had made it more difficult for her to do her job. Now they were trying to add to it, by interfering with the best chance California had to track the virus and limit its damage.

This is how far I’ve fallen. Bent over on this bed at the inn, my former boss behind me. My face in the covers. My ass in the air. It’s a humiliating, degrading position and he doesn’t care.

Jack Kemp was the mentor to and long-time boss of former Speaker of the House Paul Ryan. Paul Ryan now sits on the board of directors of Fox Corporation, the parent company of Fox News. Paul Ryan was known to be a Never Trumper. “Among the powerful voices advising

Like his former boss Nick Saban, he didn’t believe in looking at the scoreboard.

Pierce later remarked that one thing about Kelly impressed him above all else: It had to do with how his former boss would advise members of Bell Labs’ technical staff when they were asked to work on something new. Whether it was a radar technology for the military or solid-state research for the phone company, Kelly did not want to begin a project by focusing on what was known. He would want to begin by focusing on what was not known. As Pierce explained, the approach was both difficult and counterintuitive. It was more common practice, at least in the military, to proceed with what technology would allow and fill in the gaps afterward. Kelly’s tack was akin to saying: Locate the missing puzzle piece first. Then do the puzzle.

In a particularly creepy twist, Kristen’s former employer revealed that the company’s Australian branch had fired Kristen two weeks before our Chile trip. Why? Because she’d assaulted her boss, Lucas, at a company outing. Apparently she shoved the tiny man into a shelf of liquor bottles following an altercation. Another disturbing detail:

The fact that I was willing to literally physically fight and punch another man in the face on behalf of Mr. Trump should give you a sense of the lengths that I was willing to go to please the Boss, much to the ongoing and growing disgust of my wife and kids. But

Brazil’s president, Luiz Inácio Lula da Silva, for example, had visited the Oval Office in March, and I’d found him impressive. A grizzled, engaging former labor leader who’d been jailed for protesting the previous military government and then elected in 2002, he had initiated a series of pragmatic reforms that sent Brazil’s growth rate soaring, expanded its middle class, and provided housing and education to millions of its poorest citizens. He also reportedly had the scruples of a Tammany Hall boss, and rumors swirled about government cronyism, sweetheart deals, and kickbacks that ran into the billions.

Feisal Ibrahim, the tech expert he’d met before. The one who had helped him dispose of his former boss’s body.

Not a stranger, as Gabe claimed, but the wife of his former boss, Max Cameron. The media mogul who’d recruited Gabe to NewZ from a landscape gardener.

Learning Plan Template Before Entry Find out whatever you can about the organization’s strategy, structure, performance, and people. Look for external assessments of the performance of the organization. You will learn how knowledgeable, fairly unbiased people view it. If you are a manager at a lower level, talk to people who deal with your new group as suppliers or customers. Find external observers who know the organization well, including former employees, recent retirees, and people who have transacted business with the organization. Ask these people open-ended questions about history, politics, and culture. Talk with your predecessor if possible. Talk to your new boss. As you begin to learn about the organization, write down your first impressions and eventually some hypotheses. Compile an initial set of questions to guide your structured inquiry after you arrive. Soon After Entry Review detailed operating plans, performance data, and personnel data. Meet one-on-one with your direct reports and ask them the questions you compiled. You will learn about convergent and divergent views and about your reports as people. Assess how things are going at key interfaces. You will hear how salespeople, purchasing agents, customer service representatives, and others perceive your organization’s dealings with external constituencies. You will also learn about problems they see that others do not. Test strategic alignment from the top down. Ask people at the top what the company’s vision and strategy are. Then see how far down into the organizational hierarchy those beliefs penetrate. You will learn how well the previous leader drove vision and strategy down through the organization. Test awareness of challenges and opportunities from the bottom up. Start by asking frontline people how they view the company’s challenges and opportunities. Then work your way up. You will learn how well the people at the top check the pulse of the organization. Update your questions and hypotheses. Meet with your boss to discuss your hypotheses and findings. By the End of the First Month Gather your team to feed back to them your preliminary findings. You will elicit confirmation and challenges of your assessments and will learn more about the group and its dynamics. Now analyze key interfaces from the outside in. You will learn how people on the outside (suppliers, customers, distributors, and others) perceive your organization and its strengths and weaknesses. Analyze a couple of key processes. Convene representatives of the responsible groups to map out and evaluate the processes you selected. You will learn about productivity, quality, and reliability. Meet with key integrators. You will learn how things work at interfaces among functional areas. What problems do they perceive that others do not? Seek out the natural historians. They can fill you in on the history, culture, and politics of the organization, and they are also potential allies and influencers. Update your questions and hypotheses. Meet with your boss again to discuss your observations.

Usually, we develop our leadership style by unconsciously copying others, either parents or charismatic public figures (like Steve Jobs or Elon Musk) or (more likely) current or former bosses. It can also be a blend of the aforementioned. The reason is that most of us never formally learnt leadership or management — we simply watched and learned on the job. The problem is that many of us had and still have terrible role models.

My former boss Dan Burke once handed me a note that said: “Avoid getting into the business of manufacturing trombone oil. You may become the greatest trombone-oil manufacturer in the world, but in the end, the world only consumes a few quarts of trombone oil a year!” He was telling me not to invest in small projects that would sap my and the company’s resources and not give much back. I still have that note in my desk, and I use it when talking to our executives about what to pursue and where to put their energy.

looms, bringing an extraordinary degree of dexterity and skill to his weaving and increasing the output of the mill by 50 percent over his first three years. He made garments for Civil War reenactors and upholstery fabric and period drapery for historic residences; the mill produced materials that would be used in the restored houses of nine former presidents. When the movie Cold Mountain needed hundreds of authentic-looking costumes and uniforms from the American Civil War era, it was Yang You Yi who produced the fabric. Yang called David Kline “Dad-Boss,” and Kline credited him with turning the business around. Kline decided that when he retired, he would sell Yang half the company.

August 16, Johnson issued an order that allowed southern whites to recapture land confiscated from them during the war—a move that made him heroic to whites while dealing a crushing blow to black hopes. It forced freedmen to abandon the forty-acre plots they had started to work, turning the men into powerless sharecroppers, bound to land owned by whites. Within weeks, a white delegation from the former Confederacy rushed to the White House to express “sincere respect” for Johnson’s desire “to sustain Southern rights in the Union.”88 By the end of 1865, so-called Black Codes began to forge a new caste system in the South, a segregated world where freed slaves worked as indentured servants, subject to arrest if they left jobs before their annual contracts expired. It was a cruel new form of bondage, establishing the foundations of the Jim Crow system that later ruled southern race relations. In South Carolina, blacks were confined by law to their plantations, forced to work from sunup to sundown. In Florida, blacks who showed “disrespect” to their bosses or rode in public conveyances reserved for whites could be whipped and pilloried. In Mississippi, it became a criminal offense for blacks to hunt or fish, heightening their dependence upon white employers. Thus, within six months of the end of the Civil War, there arose a broadly based retreat from many of the ideals that had motivated the northern war effort, reestablishing the status quo ante and white supremacy in the old Confederacy. During

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Daniel also places candidate answers in a very specific framework. As the candidate tells their story, Daniel continuously asks himself: Whom is this person responding to or used to performing for? Whom do they view as important to impress? Their parents? A particular peer? High school friends? A former boss? This is revealed at moments when they disclose some angles of their past successes and failures rather than others. You might be surprised how often this information comes through in the context of an interview. For instance, a person may refer to college teachers who scorned her or did not appreciate her innovations, or a person may still be wrapped up in how he was viewed as a child by his parents. Thinking about this question can give you the context people are speaking from and, more generally, a sense of their ambitions and worldview. If they are still trying to impress their high school peers, for instance, they might have focus but they are unlikely to understand the broader picture behind your company or grasp its global ambitions. Most importantly, be alert for the distinction between those who are stuck in their past and those who learned from it but are moving forward and seeking to expand the sphere of people they can impress.

¿’ Eh oh, Golgoth, on laisse la hordaille confabuler à l'encan, chacun avec sa chacune — débat, dispute et querelle ? Pourquoi tu ne leur claques pas le soufflet ? Ah, il se lève, le Goth, il sort sa trombine longue et massive, avec son renifleur aux narines dilatées, un modèle d'origine, très utile pour chasser la morve. Il passe devant nous, trapu, front à bosse, s'agite et turbule, ainsi que toujours, et si délicatement crache et recrache, vas-y, Taïaut, superbe d'élégance ! Un filet de salive est pris dans sa barbe roussie, qu'il essuie. Il va jusqu'à Steppe, revient vers Talweg, dit trois mots à Oroshi, regarde Pietro, un ballet de fée, tout en souplesse et labour. Il nous fait signe de décoller du mur et de former un arc de cercle. […] — Vous vous souvenez du dernier furvent qu'on a morflé ? Ça remonte à quoi, deux ans ? Je pourrais vous le vider par terre, d'une traite. Comment on a perdu Verval, arraché par son traineau. Comment on a perdu Di Nebbé, un solide ailier pourtant. Il avait bouffé tellement de sable sur une seule rafale qu'il a plus pu se relever et quand il s'est foutu à genoux pour vomir, il a été fauché par une barrière qui dérivait, avec Karst et Firost. Eux sont encore là, Vent merci.

With practice, you will learn to understand yourself better and increasingly learn what conviction feels like. As you search for it, you will get better at gearing your efforts to work in a way that will help you get to that feeling. Leaders don’t look for excuses for why they can’t act like an owner. Instead, they embrace the challenge of ownership and encourage their teams to do the same. It helps if, as subordinates, they were regularly encouraged and empowered by their bosses to put themselves in the shoes of decision makers. “Superb professionals define their jobs broadly,” one of my former bosses regularly said to me. “They are always thinking several levels up.” This may explain why many business schools, including Harvard, teach using the case method. This approach certainly can be used to teach analytical techniques, but, for me, it is primarily an exercise in learning to get to conviction. After you’ve studied all the facts of the case on your own, and after you’ve debated those facts in study groups before class and again in class, what do you believe? What would you do if you were in the shoes of the protagonist? The case method attempts to simulate what leaders go through every day. Decision makers are confronted with a blizzard of facts: usually incomplete, often contradictory, and certainly confusing. With help from colleagues, they have to sort things out. Through the case method, students learn to put themselves in the shoes of the decision maker, imagine what that might feel like, and then work to figure out what they believe. This mind-set is invaluable in the workplace. It forces you to use your broad range of skills. It guides you as to what additional analysis and work needs to be done to figure out a particular business challenge. Leaders don’t need to always have conviction, but they do need to learn to search for it. This process never ends. It is a way of thinking. Every day, as you are confronted with new and unexpected challenges, you need to search for conviction. You need to ask yourself: What do I believe? What would I do if I were a decision maker? Aspiring leaders need to resist the temptation to make excuses, such as I don’t have enough power, or it’s not my job, or nobody in the company cares what I think, or there just isn’t time. They must let those excuses go and put themselves mentally in the shoes of the decision maker. From that vantage point, they will start to get a better idea how it feels to bear the weight of ownership.

The phrase “conflict of interest” barely begins to describe Tom Lanphier’s rabidly partisan approach to advising one of the most powerful congressional allies of the American military-industrial complex. Yet he was in good company. Air force intelligence was crammed with highly competitive analysts who believed they were in a zero-sum game not only with the Russians but also with the army and the navy. If they could make the missile-gap theory stick, America would have to respond with a crash ICBM program of its own. The dominance of the Strategic Air Command in the U.S. military hierarchy would be complete—and Convair would profit mightily. It is hardly surprising that the information Lanphier fed to Symington and Symington to every politician and columnist who would listen was authoritative, alarming, and completely, disastrously wrong. Symington’s “on the record” projection of Soviet nuclear strength, given to Senate hearings on the missile gap in late 1959, was that by 1962 they would have three thousand ICBMs. The actual number was four. Symington’s was a wild guess, an extrapolation based on extrapolations by air force generals who believed it was only responsible to take Khrushchev at his word when, for example, he told journalists in Moscow that a single Soviet factory was producing 250 rockets a year, complete with warheads. Symington knew what he was doing. He wanted to be president and believed rightly that missile-gap scaremongering had helped the Democrats pick up nearly fifty seats in Congress in the 1958 midterm elections. But everyone was at it. The 1958 National Intelligence Estimate had forecast one hundred Soviet ICBMs by 1960 and five hundred by 1962. In January 1960 Allen Dulles, who should have known better because he did know better, told Eisenhower that even though the U-2 had shown no evidence of mass missile production, the Russians could still somehow conjure up two hundred of them in eighteen months. On the political left a former congressional aide called Frank Gibney wrote a baseless five-thousand-word cover story for Harper’s magazine accusing the administration of giving the Soviets a six-to-one lead in ICBMs. (Gibney also recommended putting “a system of really massive retaliation” on the moon.) On the right, Vice President Nixon quietly let friends and pundits know that he felt his own boss didn’t quite get the threat. And in the middle, Joe Alsop wrote a devastating series of columns syndicated to hundreds of newspapers in which he calculated that the Soviets would have 150 ICBMs in ten months flat and suggested that by not matching them warhead for warhead the president was playing Russian roulette with the national future. Alsop, who lived well but expensively in a substantial house in Georgetown, was the Larry King of his day—dapper, superbly well connected, and indefatigable in the pursuit of a good story. His series ran in the last week of January 1960. Khrushchev read it in translation and resolved to steal the thunder of the missile-gap lobby, which was threatening to land him with an arms race that would bankrupt Communism. Before the four-power summit, which was now scheduled for Paris in mid-May, he would offer to dismantle his entire ICBM stockpile. No one needed to know how big or small it was; they just needed to know that he was serious about disarmament. He revealed his plan to the Presidium of the Central Committee of the Communist Party of the Soviet Union at a secret meeting in the Kremlin on

Prepare yourself to be a winner You may be in a lower-position job, doing something that seems insignificant. But you know you have so much more in you. It would be easy to slack off and think, “There’s no future here. I’ll prepare as soon as I get out of this place, when good breaks come my way, or when the boss promotes me. Maybe then I’ll take some courses, lose a few pounds, have a better attitude, and buy some nicer clothes.” That’s backward. You must start improving right where you are. Start sharpening your skills while you’re waiting. Study your manager’s work habits. Study your best supervisor. Learn how to do their jobs. Be ready to step into those shoes. When God sees you prepare yourself, then He opens new doors. The scripture says, “A man’s gifts makes room for him.” If no new doors are opening, don’t be discouraged. Just develop your gifts in a new way. Improve your skills. You might feel that your supervisors aren’t going anywhere right now, but if you outgrow them, outperform them, out produce them, and know more than them, your gifts will make room for you. Somewhere, somehow, and some way God will open a door and get you where He wants you to be. Don’t worry about who is ahead of you or when your time will come. Just keep growing, learning, and preparing. When you are ready, the right doors will open. The fact is God may not want you to have your supervisor’s position. That may be too low for you. He may want to thrust you right past your boss and put you at a whole new level. I know former receptionists who went from answering the phones to running multi-million-dollar companies. You can. You will. Develop what’s in you, and you’ll go farther than you can imagine. Have you come down with destination disease? You’re comfortable, not learning anything new. There’s nothing wrong with that, but you have so much more in you.

Ditch the baggage If you stay focused on the past, then you’ll get stuck where you are. That’s the reason some people don’t have any joy. They’ve lost their enthusiasm. They’re dragging around all this baggage from the past. Someone offended them last week, and they’ve got that stuffed in their resentment bags. They lost their tempers or said some things they shouldn’t have. Now, they’ve put those mistakes in their bags of guilt and condemnation. Ten years ago their loved one died and they still don’t understand why; their hurt and pain is packed in their disappointment bag. Growing up they weren’t treated right--there’s another suitcase full of bitterness. They’ve got their regret bags, containing all the things they wish they’d done differently. Maybe there is another bag with their divorce in it, and they are still mad at their former spouse, so they’ve been carrying resentment around for years. If they went to take an airline flight, they couldn’t afford it. They’ve got twenty-seven bags to drag around with them everywhere they go. Life is too short to live that way. learn to travel light. Every morning when you get up, forgive those who hurt you. Forgive your spouse for what was said. Forgive your boss for being rude. Forgive yourself for mistakes you’ve made. At the start of the day, let go of the setbacks and the disappointments from yesterday. Start every morning afresh and anew. God did not create you to carry around all that baggage. You may have been holding on to it for years. It’s not going to change until you do something about it. Put your foot down and say, “That’s it. I’m not living in regrets. I’m not staying focused on my disappointments. I’m not dwelling on relationships that didn’t work out, or on those who hurt me, or how unfairly I was treated. I’m letting go of the past and moving forward with my life.

Desmond FitzGerald, then Chief of the Far Eastern Division, was made head of the CIA's Cuban Task Force W after its former boss, William Harvey, the Agency's handler of the Mafia Castro assassination plots, had been caught still dealing with the Mob even after Robert Kennedy had issued a cease and desist order.

Siebold Adelbertsmiter, my former boss, is an old fae, a metalworker, which is unusual for the fae who mostly can’t handle cold iron. He calls himself a gremlin, though he is a lot older than the name, coined by flyboys in WWI. I have a degree in history, so I know useless things like that.

From the amount of alcohol in his bloodstream he was 600 times more likely to have a fatal car crash than if sober. High on drink, drugs and adrenalin, desperate to ensure that Dodi’s decoy ruse worked successfully, Henri Paul drove like a maniac, roaring through a heavily built-up area at reckless speeds. As Dominic Lawson, former editor of the Sunday Telegraph and a friend of the Princess, has observed: ‘Drunk or sober, no chauffeur would travel at over 100 miles per hour in a tunnel with a 30 miles per hour limit, unless ordered to do so by his boss.

the buzz is that the general shape of the car is dead-on.” So wrote Hot Rod editor (and my former boss) David Freiburger in the March 2003 issue. His words supported a “sneak peek” cover story on the 2005 Mustang. Looking back, we now know the prototypes shown